Dance Floor Theory
Engagement
Pyramid
LEVEL: Neutral (N)
PHRASE: “Meh.”
ENGAGE: Get Their Attention
Competence
Contribution
Framework
Competence: Very Low
Contribution: Very Low
The Details:
Neutrals occupy the lowest level of the Engagement Pyramid, representing employees who do the bare minimum required of their roles. They mostly fulfill their responsibilities, but their indifference to their work, team, and organization limits their overall impact. Scoring very low on both Competence and Contribution, Neutrals are neither actively destructive nor meaningfully engaged. While they don’t necessarily disrupt operations, their apathy can influence the team’s energy and culture, creating a baseline of mediocrity that’s difficult to overcome. They are your car to desk to car people.
The presence of a significant number of Neutrals can have a detrimental effect on an organization. Their lack of engagement can lead to decreased productivity, lower morale, and missed opportunities for innovation. A team with a high concentration of Neutrals may struggle to meet its goals, and the overall atmosphere can become stagnant and uninspiring.
Competence
Neutrals just barely meet expectations but rarely exceed them. While they usually do what they are told, they do so to the most basic standard. Their work lacks creativity, problem-solving, or the extra polish that comes from true engagement. Their skills tend to plateau because they resist opportunities to develop or take on challenges that require growth.
The fixed mindset of Neutrals contributes to their stagnant competence. They approach work with a “good enough is good enough” attitude, avoiding tasks that fall outside their direct responsibilities. They tend to be physically present but emotionally absent, completing tasks without any thought of improvement or innovation. Their reliability makes them functional, but their lack of initiative means they rarely go beyond what’s explicitly required.
Contribution
Neutrals contribute almost nothing to the broader goals of the team or organization. Their focus remains solely on their own tasks, with little regard for how their role supports larger strategic objectives. They rarely engage in efforts to help their team succeed or enhance organizational success. This indifference can create a ripple effect, normalizing low effort and placing additional burdens on more engaged team members.
Neutrals are transactional in their relationships with colleagues and leaders. They view managers as task assigners rather than mentors or collaborators, and their interactions are limited to what is strictly necessary. Even when leaders make efforts to engage or inspire them, Neutrals respond with indifference, nodding along without meaningful follow-through. Their disengagement manifests as minimal enthusiasm, checking out during meetings, disinterest in providing feedback, or never offering to provide extra help to others.
Socially, Neutrals are often disengaged from team culture, don’t attend official company events or participating only as passive observers. They gravitate toward superficial interactions, like casual gossip or group lunches, rather than engaging in meaningful collaboration or camaraderie. Conversations about the organization’s mission or vision often fail to resonate with them, as they view their job as a means to a paycheck rather than an opportunity for personal or professional fulfillment.
In Summary…
Neutrals are a very common yet challenging presence in organizations. They are spectators who watch days, weeks, and months go by with little desire for change. While they usually perform the bare minimum without creating friction, their lack of initiative and emotional investment hinders both their growth and the team’s potential. According to Gallup, disengaged employees cost companies $8.8 trillion dollars globally!
Their ‘good enough’ attitude can stifle innovation and create a culture of complacency. Additionally, their lack of emotional investment can create a drag on morale and make it more difficult to build a strong Culture of Connection. It’s important to remember that even though Neutrals may not be actively disengaged, which will talk about later in the book, their passivity can still have a negative impact on the overall team dynamics and organizational success.
Dance Floor Theory
Engagement
Pyramid
LEVEL: 1
PHRASE: “Hmm.”
ENGAGE: Build a Connection
Competence
Contribution
Framework
Competence: Low
Contribution: Low
The Details:
1s occupy what might be called the first stage of awareness on the Engagement Pyramid. They’ve moved beyond the complete indifference of Neutrals and started paying attention to the dynamics of their team and organization. However, their involvement remains shallow, characterized by cautious observation and minimal action. While they’re beginning to be curious about opportunities within the organization, this curiosity hasn’t yet translated into meaningful effort or emotional investment.
Competence
Like Neutrals, 1s meet the minimum requirements of their roles, completing tasks adequately but without consistency, polish, or creativity. Their work lacks the refinement or initiative that comes from deeper engagement or a desire to excel. Unlike Neutrals, 1s are aware of areas where they could improve and may even acknowledge opportunities for growth, but they hesitate to take the necessary steps to develop their skills.
This reluctance often stems from a lack of confidence or a fear of failure, which keeps them confined to the safety of their current skill set. Their efforts are sufficient to avoid criticism, but they rarely demonstrate mastery or initiative that goes beyond their assigned responsibilities.
Contribution
1s contribute minimally to the team’s success, with their actions guided more by self-preservation than by a commitment to the organization’s broader goals. While they observe what’s happening around them, they often adopt a “wait-and-see” approach, choosing to remain passive rather than proactively supporting the team. They may show mild interest in the organization’s mission or culture, but this interest does not yet manifest as meaningful participation.
Socially, 1s are on the periphery of team activities. They may attend social events or meetings, but their involvement is limited to passive observation unless told to participate. They often gravitate toward informal interactions like casual conversations or group lunches rather than taking part in structured events or initiatives. Their hesitancy to engage with the team can create a subtle drag on morale, as more active members shoulder the responsibility for building community and driving momentum.
In Summary…
1s sit at a critical juncture in the Engagement Pyramid, representing the tipping point between disengagement and meaningful involvement. They notice ways in which they could step up and do more within their role or contribute more to the greater good, but their hesitation and lack of confidence keep them from engaging. 1s are in a state of passive observation, limiting both their personal growth and the overall progress of the team.
Dance Floor Theory
Engagement
Pyramid
LEVEL: 2
PHRASE: “What’s in it for me?”
ENGAGE: Give them value
Competence
Contribution
Framework
Competence: Medium
Contribution: Low
The Details:
Unlike 1s, 2s have transitioned from passive observation to active participation—though their engagement is primarily self-serving. Motivated by tangible rewards, recognition, or personal gain, 2s are eager to develop new skills and take on additional responsibilities, provided there’s a clear benefit for them. While their focus on growth and ambition is encouraging, their limited investment in team or organizational success prevents them from contributing fully to the group’s goals.
Competence
2s are developing their skills and starting to show potential. They perform their core tasks reliably and may even take on additional responsibilities when they align with their personal goals. However, their work can lack the consistency, depth, or innovation needed to truly stand out.
The effort 2s put into improving their competence often depends on what’s at stake. If they see a chance to gain recognition, bolster their résumé, or advance their career, they’ll put in the effort. Their growing competence demonstrates that they’re no longer content with just “getting by,” but they have yet to fully internalize the importance of consistently delivering results for the greater good of the organization.
Contribution
When it comes to contributing to the broader success of the team or organization, 2s are limited. Their involvement is selfishly transactional—they’re happy to pitch in if there’s something in it for them. They’re less likely to contribute out of a genuine desire to help others or advance the organization’s mission. Good luck getting them to do anything outside of their job description without offering something in return.
Socially, 2s are often active participants in team events or initiatives, but their engagement is motivated by perks like networking opportunities, visibility, or rewards. For example, they might volunteer to lead a project, not out of altruism, but to gain recognition or leverage the experience for a promotion. While this self-focus can create friction with more collaborative team members, 2s bring energy and ambition to the table, which can be an asset in the right contexts.
In Summary…
2s represent a pivotal stage of engagement where ambition begins to intersect with developing competence. Their drive for personal growth and rewards positions them as contributors, but their self-serving mindset limits their broader impact on the team or organization. At this stage, 2s are building the foundation for deeper engagement, but they have yet to realize the full value of contributing beyond themselves.
Dance Floor Theory
Engagement
Pyramid
LEVEL: 3
PHRASE: “What am I capable of?”
ENGAGE: Connect with others / Ask them to help
Competence
Contribution
Framework
Competence: Medium
Contribution: Medium
The Details:
If 2s show up to the party, 3s, 4s, and 5s host the party. This is huge! For the first time in a person’s engagement journey, 3s begin to move beyond self-interest and start considering how their efforts impact the larger goals of the team or organization. Their curiosity drives them to explore their own potential, and they are motivated by personal and professional growth. This is the level where employees start to balance ambition with a budding sense of responsibility to the group.
Competence
3s are steadily building their skills and becoming more reliable in their roles. They’ve moved past simply fulfilling the basics of their job description and are now actively seeking out challenges that push their boundaries. Their extra effort shows an increased level of engagement. Gallup research found that people who use their strengths every day are six times more likely to be engaged on the job. Their work is improving in quality as they gain confidence and experience, though they may still falter at times as they test their limits.
Unlike 2s, who focus on personal gain, 3s pursue opportunities to grow for the sake of learning and self-improvement. They are interested in taking on tasks that stretch their abilities, even if they don’t yield immediate rewards. Their newly found “play-to-win” mindset ensures that they approach their work with intention, aiming not just to meet expectations but to excel where possible.
Contribution
The shift from “What’s in it for me?” to “What am I capable of?” marks a significant evolution in 3s’ contribution. While their focus is still mostly inward, they’re beginning to see how their efforts can benefit the team and the organization.
3s start to take on roles that support others, such as volunteering for team projects or offering help to colleagues. While their roles and contributions may not yet be significant, they are meaningful and reflect a genuine desire to be part of something larger than themselves. In team settings, they’re active participants who bring enthusiasm and curiosity to group discussions and initiatives.
In Summary…
3s are a promising group within the Engagement Pyramid. They are at the stage where personal ambition begins to align with a growing sense of responsibility to their team and organization. While they are still exploring their potential, their curiosity, work ethic, and improving skills lay the foundation for greater contributions in the future.
Dance Floor Theory
Engagement
Pyramid
LEVEL: 4s
PHRASE: “What’s next for me?”
ENGAGE: Supporting leadership roles
Competence
Contribution
Framework
Competence: High
Contribution: Medium
The Details:
4s are the organization’s next-in-line leaders. They are highly skilled, dependable, and ambitious. They consistently deliver exceptional results and are deeply invested in their own growth and development. With their eyes set on advancing their skills and careers, they thrive on meaningful challenges and opportunities. Their drive to ask, “What’s next for me?” makes them proactive, high-performing team members who are on the cusp of fully embracing the organization’s mission.
Competence
4s excel at their roles, consistently demonstrating high levels of skill, reliability, and initiative. Their work is not only completed on time but often exceeds expectations in both quality and impact. They are known for their ability to handle complex tasks, navigate challenges, and deliver solutions that benefit the team. They’ve yet to reach their capacity as they tend to learn and grow from each new challenge they are given. A study by the Center for Creative Leadership found that 70% of leaders develop their leadership skills through challenging assignments and experiences which are exactly the type of things 4s seek out.
These individuals are the “A-Players” on their teams, frequently taking on leadership roles and serving as trusted advisors to their peers. They often embody the traits of “Unofficial Captains,” naturally guiding and directing their colleagues, even without a formal leadership title. They step up to facilitate discussions, offer insightful contributions, and act as a bridge between different team members. They also are often “Lifelong Learners,” demonstrating a proactive approach to learning and development. They are always seeking out new knowledge, skills, and experiences, setting a powerful example for others and contributing significantly to the team’s growth and evolution. Their competence makes them the go-to resource when the stakes are high, and their contributions significantly elevate the team’s overall performance.
Contribution
While 4s contribute actively to the organization’s success, their focus is still somewhat personal—they are invested in their growth and achievements as much as, if not more than, the collective goals of the team. They align their efforts with broader organizational objectives but haven’t fully transitioned to a mission-driven mindset.
“Leadership is not about a title or a designation. It’s about impact, influence, and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers.” – Robin S. Sharma
4s often exemplify the “Helper” characteristic by readily assisting others outside of their defined roles and taking initiative to ensure tasks are completed effectively. They are driven by a desire to contribute to the team’s success and are always willing to lend a hand. Furthermore, they often act as “Culture Champions,” embodying and promoting the organization’s values through their actions and attitudes. They contribute to a positive and productive work environment by setting a strong example and upholding the standards that define the team’s identity. However, their high standards for performance often leads to frustration with colleagues who don’t meet their level of commitment or capability. 4s usually don’t have the patience or interest in spending their time mentoring others to grow at the lower levels. They would rather spend their time with fellow 3s and 4s to get more work done, faster.
In Summary…
4s are vital to any high-performing team. Their exceptional competence and ambition make them indispensable, and their potential for leadership signals even greater contributions to come. As they continue to develop towards the final level of the Engagement Pyramid, their focus will shift from personal achievement to a broader investment in the organization’s mission, transforming them into leaders who inspire and uplift those around them.
Dance Floor Theory
Engagement
Pyramid
LEVEL: 5
PHRASE: “How can I help?”
ENGAGE: Let them run it
Competence
Contribution
Framework
Competence: Very High
Contribution: Very High
The Details:
5s sit at the top of the Engagement Pyramid, embodying the highest levels of competence and contribution. They are servant leaders who channel their expertise, energy, and vision into driving success for their team and the organization as a whole. These individuals aren’t just focused on their own achievements, they’re dedicated to lifting others and fostering a culture where everyone can thrive.
Competence
5s are masters of their craft. They consistently deliver results that exceed expectations, handling challenges with poise and expertise. Their competence is not only about their technical skills or knowledge but also their ability to think strategically, solve complex problems, and guide their teams through uncertainty.
What sets 5s apart is how they use their competence: it’s not about personal accolades but about empowering others. They leverage their skills to mentor, coach, and create an environment where others can grow. Their approach to competence is holistic, combining technical excellence with the ability to inspire and uplift those around them.
Contribution
At this level, contribution reaches its peak. 5s are fully invested in the organization’s mission, often viewing its success as synonymous with their own. They don’t just focus on individual or team achievements, they prioritize systemic growth, cultural health, and long-term sustainability.
5s actively look for ways to improve the organization as a whole, whether by mentoring emerging leaders, championing initiatives that align with the company’s vision, or fostering a sense of shared purpose across teams. Their contributions are deeply impactful, setting the tone for a Culture of Connection and collaboration. At times an outsider might not even recognize who is a Level 5 Leader because they are so good at elevating everyone else around them.
“A leader is best when people barely know they exist, when their work is done, their aim fulfilled, they will say: we did it ourselves.” – Lao Tzu
In Summary…
5s are the beating heart and soul of a thriving organization. Their unparalleled competence and selfless contribution create a ripple effect that elevates their teams, strengthens their culture, and drives meaningful, sustainable success. These individuals are more than just leaders, they are creators of culture wide positive change, inspiring everyone around them to rise to new heights. As the ultimate example of what engagement looks like, 5s embody the values, vision, and mission of the organization, leaving a legacy that shapes its future.